Maryrose was on assignment as a consultant at Prime Therapeutics between 10/08 to 02/09. The assignment was a staff augmentation by her interim consulting agent, for a permanent position with the Nathan Meyer’s Information Management group for a PROCESS IMPROVEMENT ANALYST. The goal of the assignment was to initiate the process improvement planning, assist Prime management in identifying a permanent FTE that will continue with the role after the four month duration of the assignment, train this FTE to continue the process improvement and turn over the work in process to this new FTE. Part of initiating the process improvement effort was executing one of the identified improvements, one identified by the Information Management leadership team.

The requirement called for expertise in Six Sigma Process Improvement, ITIL Service Management and COBIT audit standards.
 
Upon completion of the assignment, the deliverables submitted to the client were:

• A standard Issue Resolution process with a defined customer base and ownership at various stages in the process, procedure for problem intake, explicit stakeholder communication rules, control procedures to ensure that the solution sustains past the implementation. This Issue Resolution process included streamlining the Information Management group’s Service Management process – Incident Management, Problem Management and generating the group’s Service Catalog.
  This job did not only cover the process improvement effort, but also the identification of a process challenge related to Service Management in the Information Management group. Using the Six Sigma approach, Maryrose identified the biggest pain points of the group, mapped out their current process, identified the individual problems and facilitated a prioritization session for resolving those problems. Part of the challenge was translating the problems to universal jargon. (E.g.: Everyone kept alluding to issues with ‘Incident Management’ when the problem was beyond Incident Management, i.e., the overall issue resolution process. Having everyone agree that this was the problem was a major challenge.)
• A generalized framework for identifying and executing future process improvement that was a compromise between a pure Six Sigma approach and the organization’s desired course.